Alignment, Accountability, and Results: Where Baldrige and Strategic Planning Meet

Transcription

1 Alignment, Accountability, and Results: Where Baldrige and Strategic Planning Meet Paul Grizzell Lynne Cunningham Core Values Partners Kent Holloway Lifeline of Ohio

2 Webinar agenda Introduction Baldrige and Category 2 - Strategic Planning - Overview (Paul Grizzell) Strategic Planning Best Practices (Lynne Cunningham) Strategic Planning Case Study (Kent Holloway) Questions and Answers

3 Vision Vision Focusing Energy & Resources Mission Mission Alignment

4 What is Baldrige? Baldrige is an outcome-focused, evidence-based management model based on the characteristics of highperforming organizations.

5 Opportunities for Improvement versus Weaknesses Organizational maturity Opportunities for Improvement the organization does not have a strategic planning process the organization does not have a method to gather supplier input to be used in the strategic planning process Progress on performance excellence journey

6 Organizational Profile Environment, Relationships, and Challenges The Baldrige Award Framework Drivers Core Work Results Leadership Strategic Planning Customer Focus Workforce Focus Operations Focus Results Measurement, Analysis, and Knowledge Management Visionary Leadership Patient-Focused Excellence Organizational & Personal Learning Valuing Staff & Partners Social Responsibility and Community Health Focus on the Future Managing for Innovation Management by Fact Agility Focus on Results and Creating Value Systems Perspective

7 Baldrige Strategy Alignment Organization Profile What s important? P.1a(2) Core Competencies P.2a(2) Competitiveness Changes p.2b Strategic Context Process What do we do and how do we do it? Results Were we successful? 2.1 Strategy Development 2.2 Strategy Implementation 7.4b Strategy Implementation Results 7.0 Overall results Baldrige Core Values linkage and alignment across your organization

8 Strategic Planning Sample

9 Three Characteristics of Effective Strategy Implementation Alignment align strategic plan and objectives to action plans [2.1b(1) to 2.2a] Accountability 2.2a(2) action plan implementation deployment of action plans to workforce to ensure actions achieve strategic objectives Results strategy implementation results [7.4b] AND specific strategic objective results [all of Category 7]

10 Alignment With budgeting process With organizational responsibilities With strategic timelines

11 Accountability Executive responsibility for key strategies/goals Cascaded accountability and communications Annual goals Quarterly action plans Monthly dashboards discussed with your oneup CEO dashboard shared with Board

12 Results Steady progress over multiple years (Trends) Tiered goals consistent with current performance and ultimate goal (Performance Projections) Goals based on high performance (Comparative data) Celebrate successes!

13 The Planning Process is Like an Hourglass

14 Strategic Planning Touchpoints Lynne Input internal and external stakeholders, environmental assessment, SWOT by Pillar or KRA Board sets strategic direction Leaders recommend 3-year goals and financial implications based on strategic decision and one and two year incremental goals based on current performance Board finalizes 3-year strategic plan Leaders recommend budget to achieve goals budget approved by Board Leaders develop tactical implementation plans, communicate to staff to connect the dots Share quarterly action plans and monthly dashboards with staff. Celebrate successes. Share best practices to achieve desired results.

15 Strategic Planning Should Be Based on reality current trends, best practices and environment assessment Aligned with budget process and accountability system An ongoing process annual update and recalibration, discussion of results, new trends and opportunities Fun and provide a teambuilding opportunities Result in a document that is executed/implemented Should NOT Establish unrealistic goals that set leaders up for immediate failure Take forever Result in a document that is put on the shelf or used as a door stop

16 Strategy Implementation "...the most effective leaders out there are the ones who can, beyond a shadow of a doubt, draw a direct line-of-sight between what a person does, and how that person and his or her work contributes to the mission and vision of the team and the organization, and even how that person and that person s work matters to society."

17 Accountability Cards Every employee has a We Are Self card that is kept in their badge holder. This becomes a key subject for supervisoremployee meetings leading to a culture of accountability for goals aligned to strategy.

18 Case Study: Missions Matter Our Mission: Lifeline of Ohio empowers our community to save and heal lives through organ, eye & tissue donation Each day in the U.S. 18 people die waiting for an organ transplant More 121, 000 Americans are currently on the organ waiting list Our job is to facilitate the donation process and inspire people to register as organ, eye and tissue donors. One person can save 8 lives, give sight to 2 people and help heal 50 more. Our vision: A Community where every individual embraces donation. If you are not a registered donor sign up today!

19 What are we working toward? Perfection is not attainable, but if we chase perfection, we can catch Excellence. Vince Lombardi

20 Thank you for your commitment to performance excellence! Paul Grizzell Lynne Cunningham Office: Cell: Website: Kent Holloway Office: Website: Register: